{"id":2298,"date":"2021-04-01T10:11:00","date_gmt":"2021-04-01T10:11:00","guid":{"rendered":"https:\/\/www.trusted-id.eu\/nieuws\/iam-as-a-tool-for-mergers-de-mergers-or-ipos\/"},"modified":"2026-01-26T13:20:33","modified_gmt":"2026-01-26T13:20:33","slug":"iam-as-a-tool-for-mergers-de-mergers-or-ipos","status":"publish","type":"nieuws","link":"https:\/\/www.trusted-id.eu\/en\/nieuws\/iam-as-a-tool-for-mergers-de-mergers-or-ipos\/","title":{"rendered":"IAM AS A TOOL FOR MERGERS, DE-MERGERS OR IPOS"},"content":{"rendered":"\n<div id=\"text_block-block_d68826f70bdcfd88c1b7475050b30c3e\" class=\"text_block alignfull alignfull\">\n\t<style>\n\t\t.text_block {\n\t\t\tposition:relative;\n\t\t\tpadding-top:60px;\n\t\t\tpadding-bottom:60px;\n\t\t}\n\t<\/style>\n\t<div class=\"container\">\n\t\t<div class=\"row\">\n\t\t\t<div class=\"col-md-2\">\n\t\t\t\t\n\t\t\t<\/div>\n\t\t\t<div class=\"col-md-8\">\n\t\t\t\t<p>No two organizations are the same. While the outside world sees many similarities, there are always subtle differences in corporate culture, demographics, history, and market approach. <\/p>\n<p>In several mergers, demergers, and an IPO, we&#8217;ve been confronted with the impact of organizational change on just one aspect of IT, namely Identity &amp; Access Management (IAM). And that was already quite complex. Let&#8217;s leave personal emotions, battles for &#8220;kingdoms,&#8221; and positions aside for now!  <\/p>\n<p><strong>What do we mainly see? <\/strong><\/p>\n<p>From a formal perspective, the first thing that strikes us is:<\/p>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Joiner\u2013Mover\u2013Leaver processes of two merging organizations are different;<\/li>\n<li>Other titles are used for functions;<\/li>\n<li>Wage structures or salary houses vary;<\/li>\n<li>Corporate cultures are different;<\/li>\n<li>Management organization or own infrastructure;<\/li>\n<li>Rights to environments and applications are distributed differently;<\/li>\n<li>The LDAPs are set up according to a different structure;<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul>\n<li>Roles and groups are set up on the basis of a different line of thought or starting point;<\/li>\n<li>Different applications are used for (more or less) the same business process;<\/li>\n<li>There are often multiple employment relationships. One person works at two different organizational units, one person fills multiple positions, or, for example, multiple people fill a single FTE position. <\/li>\n<\/ul>\n<p>In government and healthcare, we often encounter such complications and challenges. These are typically environments where there&#8217;s a lot of &#8220;dragging&#8221; between departments and organizations (or units), for example, after elections. <\/p>\n<p>A decision must be made about the set of rights associated with multiple employment relationships: will they inherit both sets of rights in the event of a merger? If there is an overlap period, how long can it last, in a controlled manner? Is there a risk of segregation of duties violations during the overlap period, and what should we do in that case? What if an individual works part-time in both merging organizations, but in different positions? This last point seems unusual, but it occurs in more than half of the mergers and demergers we manage.    <\/p>\n<p>The stakeholders, owners and\/or shareholders expect the merger or demerger to be arranged quickly and efficiently.<\/p>\n<p><strong>What can IAM do in this regard? <\/strong><\/p>\n<p>A well-designed IAM system stores a wealth of information about individuals\/identities, groups, roles, rules, and organizational structures. This is an important set of basic information and essential for the controlled merger or demerger of organizations. <\/p>\n<p>In our experience, it&#8217;s not possible to resolve the aforementioned complications within a few months, or sometimes even years. A transparent, manageable, and verifiable transition process is possible with the right resources. <\/p>\n<p>We use IAM tools that recognize various formal, contextual, and informal organizational structures. These can be reported on to ensure control and even send notifications in the event of any violations. <\/p>\n<p>Merged or divided organizations use temporary processes during the transition period. These processes must be manageable and verifiable (auditable) for all organizations and\/or organizational units involved. <\/p>\n<p>The organization(s) then remain in control while they come together or separate.<\/p>\n<p><em>Mohammed Omar<br \/>\nSenior IAM Consultant<\/em><\/p>\n\t\t\t<\/div>\n\t\t\t<div class=\"col-md-2\">\n\t\t\t\t\n\t\t\t<\/div>\n\t<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>No two organizations are the same. While the outside world sees many similarities, there are always subtle differences in corporate culture, demographics, history, and market approach.  <\/p>\n","protected":false},"featured_media":1369,"template":"","meta":{"_acf_changed":false,"footnotes":""},"categories":[35,40,43,45,44],"class_list":["post-2298","nieuws","type-nieuws","status-publish","has-post-thumbnail","hentry","category-government","category-iam","category-identity-management","category-project","category-trusted-id"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>IAM AS A TOOL FOR MERGERS, DE-MERGERS OR IPOS - Trusted ID<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.trusted-id.eu\/en\/nieuws\/iam-as-a-tool-for-mergers-de-mergers-or-ipos\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"IAM AS A TOOL FOR MERGERS, DE-MERGERS OR IPOS - Trusted ID\" \/>\n<meta property=\"og:description\" content=\"No two organizations are the same. 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